City of Kirkwood, Missouri
Community Center Feasibility Study
March 2016
2
Table of Contents
Market Analysis ..........................................................................................................................................................5
Kirkwood Demographic Trends ..............................................................................................................................5
Greater Kirkwood Population and Demographic Trends ...................................................................................5
Service Area Comparisons ................................................................................................................................... 11
Comparable Analysis of Facility Size and Amenities........................................................................................ 11
Facility Admission Fees Analysis ...................................................................................................................... 14
Facility Rental Analysis .................................................................................................................................... 17
Business Plan ........................................................................................................................................................... 28
Potential Partnership Opportunities ................................................................................................................... 28
Cities of Glendale and Oakland ....................................................................................................................... 28
YMCA ............................................................................................................................................................... 28
Meramec Community College ......................................................................................................................... 29
Community Center Annual O&M Budget Assumptions ...................................................................................... 30
Community Center Annual O&M Budget Projections ......................................................................................... 34
Community Center Five-Year Pro-forma ............................................................................................................. 37
Indoor Pool and Community Center Annual O&M Budget Assumptions ........................................................... 38
Indoor Pool and Community Center Annual O&M Budget Projections .............................................................. 42
Indoor Pool and Community Center Five-Year Pro-forma .................................................................................. 45
Comparison With and Without Indoor Pool........................................................................................................ 46
Appendix A YMCA Proposal ..................................................................................................................................... 47
3
4
Market Analysis
Kirkwood Demographic Trends
Understanding community demographics and needs is an important component of planning for the Kirkwood
Community Center Feasibility Study. The population data used in this demographic profile comes from Esri
Business Information Solutions, based on the 2000 and 2010 U.S. Census data. Demographic data from
Kirkwood, Glendale, and Oakland has been combined to form a “Greater Kirkwood” service area.
Table 1: Summary Demographics for Greater Kirkwood – 2015
Summary Demographics
Population
Number of Households
Avg. Household Size
Median Age
Median Household Income
35,422
14,619
2.34
43.5
$77,287
Greater Kirkwood Population and Demographic Trends
Population Projections
Although future population growth cannot be predicted with certainty, it is helpful to make growth projections
for planning purposes. Table 2 contains actual population figures based on the 2000 and 2010 U.S. Census for
the Greater Kirkwood Service Area, as well as a population estimate for 2015 and projection for 2020. The
service area’s annual growth rate from 2000 through 2010 was 0.02%. Esri’s projected growth rate for 2015
through 2020 is 0.28% for Greater Kirkwood, compared to a projected 2015 – 2020 annual growth rate of 0.21%
for the State of Illinois and 0.75 for the United States as a whole. The growth trend is graphically represented in
Figure 1.
Table 2: Greater Kirkwood Population Projections, 2000--2020
US Census (2000 and 2010) and Esri Projections
2000 Population
34,761
2010 Population
34,846
2015 Estimated
35,422
2020 Projected
35,912
Source: 2000 and 2010 Census and Esri Business Information Solutions 2015 Demographic and Income Profile.
5
Figure 1: Greater Kirkwood Population Growth Trend
Greater Kirkwood
36,000
35,800
35,600
35,400
35,200
35,000
34,800
34,600
34,400
34,200
34,000
2000
2010
2015
2020
Source: Esri Business Information Solutions.
Population Age Distribution
A comparison of the estimated population break down by age for the Greater Kirkwood area from 2010 to 2020
is shown in Figure 2. The gender distribution in 2015 was 46.2 % male to 53.8 % female. The median age
projected for the county by Esri in 2015 was 43.5.
Figure 2: Greater Kirkwood, MO, Population Age Distribution for the Years 2010, 2015, and 2020
18.0%
16.0%
14.0%
12.0%
10.0%
8.0%
2010
6.0%
2015
4.0%
2020
2.0%
0.0%
Age Cohorts
Source: 2010 U.S. Census; 2015 estimates and 2020 forecasts provided by Esri Business Information Solutions.
The age demographics from age 0 – 24 are projected to remain relatively stable from 2010 to 2020. The
percentage of residents in the 25 – 54 age range is expected to drop by 5% from 2010 to 2020, from 39% to
34%. The age cohort with the largest sustained population percentage from 2010 to 2020 is the 55 – 64 age
cohort which reached 15% in 2015 and will decline slightly to 14.4% by 2020. the percentage of seniors in the
Greater Kirkwood area (age 65 – 85+) is expected to experience significant growth from 31.3% to 36.4% in the
6
10 years from 2010 to 2020, with the 65-74 age cohort (10.2% in 2015) experiencing the greatest growth in this
time frame, from 7.9% in 2010 to 12% in 2020.
Race/Ethnicity
Figure 3 reflects the racial/ethnic population distribution for the Greater Kirkwood area. Esri estimates that
89.8% of the population in 2015 was Caucasian, with an African American population at 6.1% and an Asian
population at 1.6%.
The population of Hispanic origin provides separate look at the population, irrespective of race. Hispanic origin
can be viewed as the heritage, nationality, lineage, or country of birth of the person or the person’s parents or
ancestors before arriving in the United States. In the U.S. census, people who identify as Hispanic, Latino, or
Spanish may be any race and are included in all of the race categories. Figure 3 illustrates population of Hispanic
Origin for the Greater Kirkwood area, as recorded in the U.S. Census. This population was estimated at 2.2% of
the population in 2015.
•
•
•
The Caucasian population percentage is trending slightly downward from 91.0% in 2010 to a predicted
88.4% in 2020.
African American population percentages are expected to grow by 1% from 2010 to 2020, from 5.7% to
6.7%; Asian population percentages are increasing by .6% from 2010 to 2020 (from 1.3% to 1.9%).
The population of Hispanic origin (irrespective of race), at 1.8% in 2010, is also expected to grow slightly
to 2.6% of the population by 2020.
Figure 3: Greater Kirkwood, MO, Race/Ethnicity Statistics (2010, 2015, 2020)
100.0%
90.0%
80.0%
70.0%
60.0%
50.0%
2010
40.0%
2015
30.0%
2020
20.0%
10.0%
0.0%
Caucasian African Asian AloneSome Other Two or
Alone
American
Race Alone More Races
Alone
Hispanic
Origin (Any
Race)
Source: 2010 U.S. Census; 2015 estimates and 2020 forecasts provided by Esri Business Information Solutions.
7
Educational Attainment
As shown in Table 3, the highest ranking educational cohorts in the Greater Kirkwood service area are those
residents with a bachelor’s degree (36.2%), and those with a graduate or professional degree (26.4%),
followed by those with some college, no degree (15.9%) and high school graduates (11.2%). According to a
census study, education levels had more effect on earnings over a 40-year span in the workforce than any
other demographic factor, such as gender, race, and ethnic origin. 1
Table 3: Greater Kirkwood, MO, Educational Attainment, 2015
Education Attainment
Service Area Percentage
Less than 9th grade
0.6%
9th to 12th grade, no diploma
2.1%
High school graduate
11.2%
GED/Alternative Credential
Some college, no degree
Associate’s degree
Bachelor’s degree
Graduate or professional degree
1.2%
15.9%
6.3%
36.2%
26.4%
Source: Esri Business Information Solutions 2015 estimate based on the 2010 U.S. Census.
Household Information
As reflected in Table 4, in 2015, the Greater Kirkwood area had 16,050 housing units with a 74.6% owneroccupied housing rate, compared to an 18/8% renter-occupied rate. The owner-occupied and renter occupied
housing rates have remained relatively steady over the years, with a slightly higher owner-occupied occupancy
rate of 77% in 2000. The average household size in 2015 was 2.34.
Table 4: Greater Kirkwood, MO, Housing Statistics
Source:
U.S.
2015
Total housing units
2000
15,144
2010
15,737
2015
16,050
2020
16,165
Percent owner occupied
Percent renter occupied
Percent vacant
77.0%
18.9%
4.2%
74.6%
18.3%
7.1%
74.2%
18.8%
7.0%
74.6%
19.1%
6.3%
2010
Census;
estimates and 2020 forecasts provided by Esri Business Information Solutions.
1
Tiffany Julian and Robert Kominski, “Education and Synthetic Work-Life Earnings Estimates” American Community Survey Reports, US
Census Bureau, http://www.census.gov/prod/2011pubs/acs-14.pdf, September 2011.
8
Household Income
The estimated 2015 median household income for residents of the Greater Kirkwood Service Area was $77,287
and is expected to grow to $89,807 by 2020. Figure 5 illustrates the full income distribution estimated for the
service area in 2015 and projected for 2020.
• In 2015, the largest income cohort was in the $50,000 - $74,999 income range (16.2%); followed by
the $100,000 – 149,999 income range (13.8%).
• Income distribution in the $75,000 through $200,000+ income range is expected to grow by a total of
7.4% from 2015 to 2020.
Figure 3: Annual Household Income Distribution Comparison (2015 - 2020)
18.0%
16.0%
14.0%
12.0%
10.0%
8.0%
6.0%
4.0%
2.0%
0.0%
2015
2020
Source: Esri Business Information Solutions, 2015.
Employment Statistics
The cities of Kirkwood, Glendale, and Oakland, are all located in St. Louis County, MO. A comparison of
unemployment rates for St. Louis County in July of 2005, 2010, and 2015 presents quite a swing in employment
opportunities for the county: 5.4 % in July 2005, 9.2 % in July 2010, and 5.6 percent in July 2015 (Bureau of Labor
Statistics Local Area Unemployment Statistics, http://data.bls.gov/cgi-bin/dsrv , accessed on January 6, 2016)).
The unemployment rate for Kirkwood during the same time periods was 3.6% in July 2005, 9.2% in July 2010,
and 5.6% in July 2015.
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Employment by Industry
According to the Esri estimates for 2015, the industries in the Greater Kirkwood Service Area providing the
greatest employment percentages are the Service Industry (56.8%), Retail Trade (10.4%) and
Finance/Insurance/Real Estate (7.2%). Figure 4 reflects the Esri estimate of employment by industry in the
service area in 2015.
Figure 4: Greater Kirkwood, MO. Employment by Industry, 2015
Public Administration
Services
Finance/Insurance/Real Estate
Information
Transportation/Utilities
Retail Trade
Wholesale Trade
Manufacturing
Construction
Agriculture/Mining
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%
Source: Esri Business Information Solutions 2015 estimate based on the 2010 U.S. Census.
Employment by Occupation
According to the Esri estimates for 2015, the employed population (age 16+) in the Greater Kirkwood Service
Area works in the following occupations in the greatest percentages: White Collar (81.5%), Professional (34.7%)
and Management/Business/Financial (21.2%). Figure 4 reflects the Esri estimate of employment by occupation
in the service area in 2015.
Figure 5: Greater Kirkwood, MO. Employment by Occupation, 2015
Transportation/Material Moving
Production
Installation/Maintenance/Repair
Construction/Extraction
Farming/Forestry/Fishing
Blue Collar
Services
Administrative Support
Sales
Professional
Management/Business/Financial
White Collar
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0%
Source: Esri Business Information Solutions 2015 estimate based on the 2010 U.S. Census.
10
Health Ranking
The United Health Foundation has ranked Missouri 36th in its State Health Rankings in 2015, unchanged from
its 2014 ranking.
The State’s biggest strengths include:
• Low percentage of children in poverty
• Low prevalence of excessive drinking
• High rate of high school graduation
Some of the challenges the State faces include:
• Low per capita public health funding
• Low immunization coverage among adolescents
• Limited availability of dentists
In the 2015 Missouri County Health Rankings (Robert Wood Johnson Foundation, countyhealthrankings.org), St.
Louis County ranked 23rd out of 114 counties ranked for health outcomes and 8th for health factors. As explained
in the health ranking report, Health outcomes represent how healthy a county is based on “how long people live
and how healthy people feel while alive” while health factors represent what influences the health of the
county. The Health Factor ranks are based on four measures: “health behaviors, clinical care, social and
economic, and physical environment factors” 2.
Service Area Comparisons
As part of Kirkwood’s Recreation Center Feasibility Study, a comparative analysis of recreational facilities in eight
peer suburban St. Louis communities has been conducted. This analysis is based on information provided by the
City of Kirkwood regarding recreation centers built between 1995 and 2016 in the following communities:
Ballwin, Clayton, Des Peres, Fenton, Maryland Heights, Richmond Heights, Sunset Hills, and Webster Groves.
Information provided for each community varies in scope and detail and no community provided information
covering every aspect being considered in the analysis. The City of Kirkwood provided aggregated data about its
current recreational facilities. While each community and facility is unique, all of the facilities share
commonalities. A comparative analysis can help illuminate trends and opportunities for a new recreational
facility in the City of Kirkwood.
Comparable Analysis of Facility Size and Amenities
Table 1 provides an overview of the community population, the size, cost and completion date for each
recreation facility, and specific information about the amenities included in the recreation facilities. Data that is
missing or not applicable is indicated by a blank, “0”, or “?”, in the table, depending on the designation provided
by the community.
While the population in the peer communities varies in size from 4,035 to 32,000, it is the size of the facility that
provides the starting point for a comparable analysis. In Table 1, the peer communities have been placed in
order by size of facility, from the Sunset Hills 25,000 s/f. recreational facility to the Maryland Heights facility of
90,000 s/f. Among the peer communities, the average facility size is 67,454 s/f.
2
Robert Wood Johnson Foundation, “County Health Rankings and Roadmaps: 2015 Rankings – Missouri”,
http://www.countyhealthrankings.org/app/missouri/2015/rankings/st-louis/county/outcomes/overall/snapshot, accessed
on January 6, 2016.
11
Sunset
Hills
Webster
Groves
Ballwin
Fenton
Richmond
Heights
Des Peres
Clayton
Maryland
Heights
2010
1995
1997
1999
2000
2003
2000
2016
Total square feet
25,000
57,300
66,186
71,000
73,000
76,000
81,143
90,000
Total project cost
$ 4,300,000
$ 9,120,000
$ 9,274,275
$ 17,408,815
$ 14,541,219
$ 27,224,252
$ 18,708,491
$ 28,345,000
$ 172.00
$ 159.16
$ 140.12
$ 245.19
$ 199.19
$ 358.21
$ 230.56
$ 314.94
Project completion date
Cost per square foot
Construction costs generally rise with time. Therefore, it is useful to compare the two facilities built in the past
10 years in more detail, the 25,000 facility build in Sunset Hills in 2010 at a s/f cost of $172 and the 90,000 s/f
facility under construction in Maryland Heights at a s/f cost of $314.94.The Sunset Hills 25,000 s/f facility
includes a gym, fitness area, aerobics studio, locker rooms, meeting rooms, administrative offices and a
concession/lounge area. The 90,000 s/f facility in Maryland Heights includes most of same amenities (larger in
size) but also includes a 10,000 s/f pool, an indoor track, child care space, and a kitchen. The extra s/f cost
involved with constructing a pool could account for some of the difference in cost per square foot between the
two facilities. The range in square foot cost for the facilities with pools is from a low of $140.12 for Ballwin (built
in 1997) to a high of $358.21 for Des Peres (build in 2003). The average cost per square foot for the peer
facilities is $227.42 per square foot.
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Table 5: Facility Amenities and Sizes
Kirkwood
Service Area
Population
City Population
Corporate (work
week population)
Total Square feet
Project Completion
Date
Total project cost
Sunset
Hills
34,302
17,350
27,596
8,496
Webster
Groves
23,900
Ballwin
Fenton
Richmond
Heights
100,000
60,000
25,000
32,000
4,035
9,602
Des Peres
Clayton
Maryland
Heights
17,554
9,000
15,935
27,472
30,000
56,000
25,000
57,300
66,186
71,000
73,000
76,000
98,000
90,000
varies
2010
1995
1997
1999
2000
2003
2000
2016
?
$ 4.3 Million
$ 9,120,000
$ 9,274,275
$ 17,408,815
$ 14,541,219
$ 27,224,252
$ 18,708,491
$ 28,344,573
Expenses
?
?
?
$ 1,743,152
$ 1,540,500
?
$ 2,122,960
?
$ 1,906,333
Revenues
?
?
?
?
$ 1,352,189
$ 1,543,556
?
?
?
Cost Recovery
?
?
?
?
-$ 188,311
?
?
?
?
Pool Area sq/ft
12,500
Locker Rooms sq/ft
1,200
Gyms sq/ft
13,500
Fitness Area sq/ft
Aerobics Studio sq/ft
Meeting Rooms
sq/ft
Admin Offices sq/ft
Concessions/Lounge
sq/ft
Track sq/ft
0
13,889
9,818
13,009
22,000
20,688
10,000
532x2
2,698
3,365
3,355
2,616
4,790
281 occ 314
occ
5,944
7,350
13,590
12,447
11,367
11,398
24,870
12,900
8,000
4,944
6,000
6,741
5,694
6,443
5,188
6,540
6,500
1,000
845
700
1,766
1,540
682
1,462
1,800
2,950
6,000
1,976
3,200
2,500
3,267
6,103
3,728
2,592
5,600
1,200
2,321
1,080
1,813
3,346
1,572
2,022
2,420
0
115
555
1,628
776
288
504
10 laps/mi.
Child Care sq/ft
600
Kitchen
500
585 each
8.8 laps/mi.
9 laps/mi.
2253
13
16.25 laps/mi.
1,470
517
373
357
10 laps/mi.
652
10 laps/mi.
7 laps/mi.
936
2,700
256
600
With respect to the amenities provided in the peer community facilities, the following ranges can be
found:
Locker Rooms – all of the peer facilities provide locker rooms with total locker room space ranging
in size from 1,064 s/f in Webster Groves to 4,790 s/f in Clayton with an average area of 2,723 s/f.
(Maryland Heights’ locker room data was provided as an occupancy rate and was not used for the
average s/f).
Gymnasiums – all of the peer facilities provide gyms with total gym space ranging in area from 5,944
s/f in Sunset Hills to 24,870 s/f in Clayton, with an average area of 12,483 s/f.
Fitness Areas – all of the peer facilities provide fitness areas ranging in area from 4,944 s/f in Sunset
Hills to 6,741 s/f in Ballwin with an average area of 6,006 s/f.
Aerobic Studios – all of the peer facilities provide aerobic studio space with total area ranging from
682 s/f in Richmond Heights to 2,950 s/f in Maryland Heights with an average area of 1,469 s/f.
Meeting Rooms – all of the peer facilities provide meeting room space with total area ranging from
1,976 s/f in Sunset Hills to 6,103 s/f in Richmond Heights with an average area of 3,621 s/f.
Administrative Office Space – seven of the eight peer facilities provide administrative office space
with total area ranging from 1080 s/f in Webster Groves to 3,345 s/f in Fenton with an average area
of 2,082 s/f.
Pool – six of eight communities have facilities with pools ranging in size from 9,818 s/f to 20,688 s/f
with an average size of approximately 13,500 s/f.
Concessions/Lounge – six of eight of the peer facilities provide concessions/lounge space with total
area ranging from 115 s/f in Sunset Hills to 1,628 s/f in Fenton with an average area of 664 s/f.
Child Care – six of eight of the peer facilities provide child care space with total area ranging from
517 s/f in Richmond Heights to 2,700 s/f in Maryland Heights with an average area of 1,421 s/f.
Kitchen – four of the eight peer facilities provide kitchen space with total area ranging from 256 s/f
in Clayton to 600 s/f in Maryland Heights with an average of 397 s/f.
Facility Admission Fees Analysis
The peer communities provided considerable information concerning various admission fee options
which are listed at the end of this section of the report. Each community assesses different admission
fees for residents/non-residents in the youth, adult, and senior age categories. 3 The low, high, and
average fees for each of these four age/family categories are provided in the following Table 2 and
Table 3.
3
The City of Fenton provides “Resident”, “Regular”, and “Community Business”. For purposes of this analysis,
Regular is considered Non-Resident.
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Table 6: Daily Admission Fees (with averages rounded to nearest $.05)
Resident
Non-Resident
Low
High
Average
Low
High
Average
Youth
$2.00
$6.00
$4.00
$4.00
$10.00
$7.00
Adult
$4.00
$8.00
$5.45
$6.00
$10.00
$7.95
Senior
$3.00
$6.00
$4.50
$5.00
$10.00
$6.95
Family
$15.00
$15.00
$15.00
$25.00
$25.00
$25.00
Table 7: Annual Pass Fees (with averages rounded to nearest $.05)
Resident
Non-Resident
Low
High
Average
Low
High
Average
Youth
$120.00
$279.00
$148.50
$160.00
$359.00
$250.40
Adult
$200.00
$429.00
$274.25
$225.00
$609.00
$388.65
Senior
$120.00
$339.00
$182.40
$160.00
$555.00
$309.25
Family
$340.00
$739.00
$478.00
$495.00
$1,009.00
$678.45
The City of Clayton tends to have the highest fees in most of the categories occasionally joined by
Maryland Heights, and surpassed by Maryland Heights in the Non-Resident Daily Admission Fee group
for each age category. Sunset Hills has the lowest fees for the Non-Resident Annual Admission Fee
grouping for each age category. Daily admission fees range from $0.00 for resident youth (Webster
Groves) to $10.00 for residents in each age category (Maryland Heights). Annual admission fees range
from $120.00 in the resident youth category (again Webster Groves) to $1009.00 in the non-resident
family category (Clayton). Webster Groves is the only peer community that does not list a “Family”
category for admission fees, but does provide a “Second Household category” ($200 for Residents and
$280 for Non-Residents).
The Cities of Clayton and Fenton provide the most varied category systems for admission fees, while
Maryland Heights is the least complex/varied. Monthly admission fee categories can be found in six of
the eight peer communities for the four age/family categories (excluding Maryland Heights and Webster
Groves). Ballwin, Fenton and Des Peres provide Corporate/Business categories and Sunset Hills and
Clayton provide an “Other” category. Five of the peer communities offer punch card options.
With regard to discounts, Webster Groves and Richmond Heights are the only peer community that
offers a Summer Membership. Clayton provides Group Admission Fees that are slightly discounted for
residents and corporate guests but not for non-residents.
Four of the peer communities provide some form of babysitting fee options. Three (Ballwin, Clayton,
and Webster Groves) provide daily/hourly options Ballwin provides monthly and annual fee options as
well for babysitting. Clayton has an annual fee option.
15
Attendance fees were also obtained from the Kirkwood YMCA and 24-Hour Fitness center. The YMCA’s
monthly fees for youth, adults and seniors, are $25, $50, and $50, respectively, and annual fees, $324,
$504, and$456, respectively. For the 24 Hour Fitness gym, the yearly membership fee is $532.19.
Attendance information for each of the peer communities is provided below:
Last Three Years of attendance
City of Ballwin
Drop-ins/Daily/Punches
Annual's/Monthly's/Members
2014
36,047
201,326
2013
34,421
270,025
2012
37,567
218,620
City of Clayton
Daily's
Annual's
2014
14,678
282,162
2013
14,830
276,025
2012
14,170
283,656
City of Des Peres
Drop-ins/Daily/Punches
Annual's/Monthly's/Members
2014
36,622
265,981
2013
38,198
72,167
2012
40,014
271,903
City of Fenton
2015
20,880
Drop-ins/Daily/Punches
4,763
Annual's/Monthly's/Members*
(*Actual Membership, not visits.)
2014
20,232
4,429
2013
22,957
4,274
City of Kirkwood
No record kept of attendance due to having a no-membership system of entry
City of Maryland Heights
Attendance records not available yet.
City of Richmond Heights
Daily's
Annual's
2013
15,114
198,854
2012
19,220
186,341
2011
21,064
194,562
City of Sunset Hills
Drop-ins/Daily/Punches
Annual's/Monthly's/Members
2014
1,912
1,585
2013
1,860
1,475
2012
1,367
875
City of Webster Groves
Drop-ins/Daily/Punches
Annual's/Monthly's/Members
2014
2013
2012
110,153
91,680
16
81,677
Facility Rental Analysis
The facility rental analysis includes data about Kirkwood facility rentals. As with the admission fees, the
peer communities provided considerable information concerning various facility rental fee options
which are listed at the end of this section of the report. Each community assesses different facility rental
fees for residents/non-residents to a degree, and two communities added a corporate rental fee that
tends to be in the range between the resident and non-resident fees. The low, high, and average fees for
select categories are set forth in bullets below:
All nine peer communities (including Kirkwood) provided data for basic meeting room rental
fees with low rental fee of $25/hr., high of $40/hr. and average of $36/hr. for residents and low
of $30/hr., high of $105 per hour, and average of $42/hr. for non-residents.
Basic multipurpose/activity room rental fees run the range of $30/hour to $105/hour, averaging
$64/hr. for residents and $50/hr. to $145/hr., averaging $87/hr. for non-residents (with data
from seven communities).
Eight of the nine peer communities provided data for rental of a full gym. The rental fees were
in the range of $40/hr. to $110/hr., averaging $67/hr. for residents and $55/hr. to $155/hr.,
averaging $93/hr. for non-residents.
Four peer communities provided data for a basic pool rental with a range of $120/hr. to
$250/hr., averaging $158/hr. for residents and a range of $150/hr. to $275/hr., averaging
$201/hr. for non-residents.
Six communities provided data about lock-in fees, with a range of $800/event to $1500,
averaging $1083/hr. residents. Only three of these communities charged non-residents more for
lock-ins, with an average of $1700/event.
With respect to fitness/aerobics studio, kitchen, and lobby rentals, data was received from two
communities for each of the room rentals. The average fitness/aerobics studio R/NR rental fee
was $24/hr. (R) to $35/hr. (NR), average Kitchen rental was $23/hr. (R) to $25/hr. (NR), and
average lobby rental fee was $45/hr. (R) to $53/hr. (NR)
Additional facility rental fees can be found at the end of this section of the report. Again, the City of
Clayton has more of the high end facility rental fees than any of the other peer communities. Maryland
Heights has a great share of the low end facility fees.
17
Attendance Fees
City of Ballwin
Resident
Daily
Monthly
Annual
Punch
Youth
$ 4.00
$ 17.00
$ 180.00
$ 70.00
Adult
$ 5.00
$ 29.50
$ 330.00
$ 90.00
Senior
$ 4.00
$ 17.00
$ 180.00
$ 70.00
$ 42.00
$ 480.00
Family
Non-Resident
Youth
$ 7.00
$ 27.00
$ 300.00
$ 120.00
Adult
$ 7.00
$ 45.75
$ 525.00
$ 120.00
Senior
$ 7.00
$ 29.50
$ 330.00
$ 120.00
$ 64.50
$ 750.00
Youth
$ 20.00
$ 215.00
Adult
$ 35.35
$ 400.00
Senior
$ 27.00
$ 300.00
Family
$ 50.00
$ 575.00
$ 19.95
$ 215.00
Family
Business
Other Fees
Babysitting
$ 2.50
ID Cards
$ 5.00
City of Clayton
Resident
Daily
Monthly
Annual
Youth
$ 6.00
$ 25.00
$ 279.00
Adult
$ 8.00
$ 38.00
$ 429.00
Senior
$ 6.00
$ 30.00
$ 339.00
$ 65.00
$ 739.00
Family
Group Admission Fees
$ 7.00
$ 32.00
$ 359.00
Adult
$ 9.00
$ 54.00
$ 609.00
Senior
$ 7.00
$ 38.00
$ 429.00
$ 89.00
$1,009.00
Family
$ 8.00
$ 29.00
$ 329.00
Adult
$ 10.00
$ 45.00
$ 509.00
Senior
$ 8.00
$ 35.00
$ 399.00
$ 73.00
$ 839.00
Family
Babysitting
$5 hourly
Youth
Resident
$7.00
$5.00
$5.00
Corporate
$8.00
$6.00
$6.00
Non-Resident
$9.00
$7.00
$7.00
Babysitting
Other
Youth
Senior
Other Fees
Non-Resident
Youth
Adult
$ 400.00
18
$5 hourly
$ 400.00
City of Des Peres
Resident
Daily
Monthly
Annual
Youth
$3.00
$15.83
$190.00
Adult
$4.00
$25.00
$300.00
Senior
$3.00
$20.42
$245.00
$41.67
$500.00
Family
Non-Resident
Youth
$6.00
$25.83
$310.00
Adult
$6.00
$39.17
$470.00
Senior
$6.00
$30.00
$360.00
$66.67
$800.00
Youth
$21.66
$260.00
Family
Corporate
Adult
$30.00
$360.00
Senior
$25.83
$310.00
Family
$57.91
$695.00
City of Fenton
Resident Discount
Daily
Monthly
Annual
Youth
$4.00
$17.50
$175.00
$70/20 visits
Adult
$5.00
$24.50
$245.00
$85/20 Visits
Adult
Senior +55
$129/30 visits
$17.50
$175.00
$4.00
$35.00
$350.00
$41.00
$410.00
One + One
$38.00
$380.00
Single Parent
$35.00
$350.00
Senior Couple
Family
Punch
$15.00
$105/30 visits
Regular Membership
Youth
$7.00
$24.00
$240.00
$120/20 visits
Adult
$8.00
$33.00
$330.00
$140/20 Visits
Adult
Senior +55
$210/30 visits
$7.00
$55.50
$555.00
$25.00
$24.00
$240.00
One + One
$51.70
$517.00
Single Parent
$48.00
$480.00
Senior Couple
Family
19
$180/30 visits
(City of Fenton)
Community Business / 63026
Monthly
Annual
Youth
Daily
$20.70
$207.00
$85/20 visits
Adult
$28.90
$289.00
$102/20 Visits
Adult
Punch
$150/30 visits
Senior +55
$20.70
$207.00
Senior Couple
$41.40
$414.00
Family
$48.50
$485.00
One + One
$45.00
$450.00
Single Parent
$41.40
$414.00
Monthly
Annual
$123/30 visits
City of Maryland Heights
Resident
Daily
Youth
$6.00
$150.00
Adult
$6.00
$200.00
Senior
$6.00
$150.00
Family
Additional
members
$450.00
$56.00
Non-Resident
Youth
$10.00
$180.00
Adult
$10.00
$240.00
Senior
$10.00
$180.00
Family
Additional
members
$540.00
$56.00
Corporate
Resident
$275.00
Non-Resident
$358.00
Other Fees
ID Cards
$5.00
20
Punch
City of Richmond Heights
Resident
Daily
Monthly
Annual
Youth
$4.00
$13.00
$137.00
Adult
$5.00
$20.00
$225.00
Senior
$4.00
$12.00
$125.00
$53.00
$340.00
Family
Punch
$71/20 visits
Non-Resident
Youth
$6.00
$20.00
$214.00
Adult
$8.00
$35.00
$390.00
Senior
$5.00
$20.00
$220.00
$53.00
$600.00
Family
$121/ 20 visits
Other Fees
Babysitting
$2.50
$20/40 visits
ID Cards
$5.00
Summer Membership - 3 months
Adult
$99.00
Senior
$69.00
Youth
$69.00
City of Sunset Hills
Resident
Daily
Monthly
Annual
Youth
$4.00
$16.00
$160.00
$72/20 visit
Adult
$5.50
$22.50
$225.00
$99/20 visit
Senior
$4.00
$16.00
$160.00
$72/20 visit
$36.00
$360.00
Family
Punch
Non-Resident
Youth
$5.50
$21.50
$215.00
$99/20 visit
Adult
$7.50
$30.00
$300.00
$135/20 visit
Senior
$5.50
$21.50
$215.00
$99/20 visit
$49.50
$495.00
Adult
$26.00
$260.00
Senior
$42.50
$425.00
Family
Other
21
City of Webster Groves
Resident
Daily
Monthly
Annual
Punch
Youth
$2.00
$120.00
$10/10 visit
Adult
$5.00
$240.00
$75/20 visit
Senior
$5.00
$120.00
$75/20 visit
$200.00
$50 ea. Add.
2nd household
Non-Resident
Youth
$4.00
$240.00
$10/10 visit
Adult
$8.00
$320.00
$110/20 visit
Senior
$8.00
$240.00
$110/20 visit
$280.00
$50 ea. Add.
2nd household
Other Fees
Daily
Babysitting
$3 R/$5 NR
Monthly
ID Cards
Annual
Punch
$5.00
Punch Cards
$10/10 visits
Summer Membership - 3 months
Resident Non-Resident
Adult
$120.00
$150.00
Senior
$120.00
$150.00
Kirkwood YMCA
Membership Type
Teen
Youth
Adult
Senior
Two Adult
Single Adult Household
Household
Senior Couple
Staff Adult
Staff Household
Criteria
13-17
18-29
30-64
65+
2 Adults, No dependents
1 Adult, dependents
2 Adults, dependents,
rd
3 Adult add-on
2 Adults (1 65+), no dependents
Staff member
Staff, household criteria
Joining Fee
$25.00
$25.00
$50.00
$50.00
$100.00
$50.00
$100.00
$0.00
$100.00
$0.00
$0.00
Monthly
$19.00
$27.00
$42.00
$38.00
$62.00
$62.00
$68.00
$27.00
$57.00
$0.00
$25
Annual
$228.00
$324.00
$504.00
$456.00
$774.00
$774.00
$816.00
$324.00
$684.00
$0.00
$300.00
Corporate Wellness Employees
50% off Joining Fee and First Month Draft
100% off Joining Fee and First Month Draft when joining during a Try the Y Period
Financial Assistance Recipients
Discounts Membership rate based on financial need and requires an application
24 Hour Fitness
Annual
$532.19
22
Facility Rental Fees
City of Ballwin
Meeting Room
All Meeting Room
Pool
Lock-Ins
Gym
Birthday parties
Fee
$30 R/$50 NR
$45 R/$80 NR
$140 R/$200 NR
$200 R/$260 NR
$220 R/$320 NR
$320 R/$470 NR
$800 R/$1000 NR
$5 R/$6 NR
$50 R/$90 NR
$100 R/$180 NR
$120 R/$150 NR
Description
Hourly
Hourly
Hourly 1-100 attending
Hourly 101-150
Hourly 151-200
Hourly 201-300
Hourly 1-100 attending
Each additional person over 100
Hourly full court
Hourly full gym
Hourly for 10 guests
City of Clayton
Meeting Room Rentals – 1st Floor Multipurpose Rooms
1 Section
2 Sections
3 Sections
Member/Resident
$30.00 / hour
$50.00 / hour
$70.00
Corporate
$35.00/ hour
$55.00 / hour
$75.00
Non-Resident
$50.00 / hour
$70.00 / hour
$90.00
Oasis Classroom Rentals – 2nd Floor Multipurpose Rooms
1 Section
2 Sections
Member/Resident
$30.00 / hour
$45.00 / hour
Corporate
$35.00/ hour
$50.00 / hour
Non-Resident
$40.00 / hour
$60.00 / hour
Lobby Rentals
Member/Resident
$70.00 / hour
Corporate
$75.00 / hour
Non-Resident
$85.00 / hour
Member/Resident
Corporate
Non-Resident
Lock Ins
1 – 100 people
101 – 200 people
$1,000.00
$1,100.00
$1,200.00
$1,275.00
$1,500.00
$1,575.00
23
201 – 300 people
$1,200.00
$1,350.00
$1,650.00
(City of Clayton)
Fitness Room Rentals – Aerobics Room
and Mind/Body Room
Member/Resident
$30.00 / hour
Corporate
$35.00/ hour
Non-Resident
$40.00 / hour
Youth Activity Center Rentals
1 – 12 Children
13 – 24 Children
Member/Resident
$45.00 / hour
$55.00 / hour
Corporate
$50.00/ hour
$60.00 / hour
Non-Resident
$60.00 / hour
$70.00 / hour
Gymnasium Rentals
Member/Resident
$65.00 / hour
Corporate
$75.00 / hour
Non-Resident
$90.00 / hour
Tournament Rate
$50.00 / hour
Climbing Wall Rentals
Member/Resident
$50.00 / hour
Corporate
$55.00 / hour
Non-Resident
$65.00 / hour
Member/Resident
Corporate
Non-Resident
Leisure Pool Rentals
1 – 100 people
101 – 150 people
$120.00 / hour
$160.00 / hour
$130.00 / hour
$170.00 / hour
$150.00 / hour
$200.00 / hour
151 – 200 people
$200.00 / hour
$210.00 / hour
$250.00 / hour
Member/Resident
Corporate
Non-Resident
Competition Pool Rentals
Lap Lane
Half Pool
$13.75 / hour
$55.00 / hour
$15.00 / hour
$60.00 / hour
$16.25 / hour
$65.00 / hour
Whole Pool
$110.00 / hour
$120.00 / hour
$130.00 / hour
Year End School Party Rentals
Resident School
$133.33/hour
Non-Resident
$200.00 / hour
School
24
City of Des Peres
Meeting Room
Two Meeting Rooms
All Meeting Room
Activity Room
Lobby
Pool
Lock-ins
Fee
$35R/$50NR
$70 R/$100 NR
$25 R/$35 NR
$105 R/$145 NR
$20 R/$20 NR
$250 R/$275 NR
$1,500
$7
Birthday Parties
Full Gym
$225 R/$275 NR
$40 R/$55 NR
Description
Hourly with 2 hour min
Hourly with 2 hour min
Hourly with 2 hour min
Hourly with 2 hour min
Hourly only for after-hours events
0-250 Attending/per hour
1-100 attending
101-400 capacity each add. Person
Pizza, wet party room, 30 guests,
1.5 hours
Full court/ hourly
City of Fenton
Meeting Room
Two meeting rooms
All Meeting Room
Pool
Lock ins
Kitchen
Full Court
Aerobics Studio
Fee
$25 R/$35 NR
$50 R/$70 NR
$75 R/$105 NR
Varies
"
"
"
$ 1,200.00
$ 1,600.00
$ 2,300.00
$ 2,900.00
$ 3,400.00
$ 4,100.00
$ 4,700.00
$ 25.00
$60
$20R/$30NR
25
Description
Hourly
Hourly
Hourly
1-100 attending
101-150
151-200
201-300
1-100 Attending
101-200
201-300
301-400
401-500
501-600
601-700
Hourly
Hourly
City of Kirkwood
Small Meeting Room
Large Meeting Rooms
Small Gym
Large Gym
Small Gym
Large Gym
Fee
$30 R/$35 NR
$40 R/$50 NR
$470 R/$600 NR
$575 R/$700 NR
$60 R/$85 NR
$50 R/$65 NR
Merit Group
$15
$20
$470
$575
$50
$60
Description
Hourly
Hourly
Daily
Daily
Hourly
Hourly
City of Maryland Heights
Resident Fee
$50/hour
$40/hour
$40/Hour
Non-Resident Fee
$60/hour
$48/hour
$48/hour
Events Room A
Events Room B
Events Room C
Events Room
$20/hour
$24/hour
Kitchen*
*Events Room Kitchen will only be available for groups renting
Room A, AB or ABC.
Main Floor Meeting
$25/hour
$30/hour
Room
Upstairs Meeting
$25/hour
$30/hour
Room
Wet Multipurpose
$25/hour
$30/hour
Room
Senior Multipurpose
$40/hour
$48/hour
Room
Senior Multipurpose
$10/hour
$12/hour
Kitchen
Half Gymnasium
$66/hour
$55/hour
Natatorium**
$150-$300/hour
$180-$360/hour
Birthday Party**
$175-$250/hour
$210-$300/hour
**Based on attendance.
Lock-ins
$1,200 per event
$1,400 per event
(Gymnasium, Natatorium, events rooms)
TV/DVD Cart
LCD Projector
Microphone/Sound
System
Black Box
$30/day
$50/day
$36/day
$60/day
$10/day
$10/day
$12/day
$12/day
26
City of Richmond Heights
Meeting Room
Two Meeting Rooms
Three Meeting Rooms
All Meeting Room
Pool
Lock ins
Full Gym
Fee
$30 R/$40 C/$50 NR
$50 R/$65 C/$80 NR
$70 R/$90 C/$110 NR
$90 R/$115 C/$140 NR
$120 R/$180 NR
$160 R/$240 NR
$200 R/$300 NR
$300 R/$450 NR
$800 R/$900 NR
$6
$110 R/$130 C/$155 NR
Description
Hourly with 2 hour min
Hourly with 2 hour min
Hourly with 2 hour min
Hourly with 2 hour min
1-100 attending
101-150
151-200
201-300
up to 100 for up to 8 hours
each additional person
After hours only
City of Sunset Hills
Meeting Room
All Meeting Room
Full Court
Fee
$40 R/$50 NR
$70 R/$80 NR
$55 R/$65 NR
Description
Hourly
Hourly
Hourly
City of Webster Groves
Meeting Room
All Meeting Room
Half Court
Full Court
Fee
$30 R/$40 NR
$60 R/$85 NR
$35 R/$45 NR
$55 R/$75 NR
27
Description
Hourly
Hourly
Hourly
Hourly
Business Plan
Potential Partnership Opportunities
GreenPlay reviewed information provided by the City of Kirkwood on potential partnering opportunities
within the Kirkwood area for operations of all or portions of the Community Center and/or Indoor Pool
to include the City of Glendale, the City of Oakland, the Kirkwood YMCA, and Meramec Community
College. The school district declined to meet as they have their own facilities including indoor pools and
are not in need to partner at this time.
Cities of Glendale and Oakland
Representatives from the cities of Glendale and Oakland, while not able to commit on behalf of their
City Commissions, supported the idea of being included in the resident fitness memberships at the
community center in a similar arrangement as the Kirkwood pool has been. Since the pool agreement is
coming to a close in 2018, this would not be additional money but can be viewed as moving the same
money from the pool arrangement (although estimated at a lesser amount) to the fitness center portion
of the community center.
The current agreement and the potential arrangement discussed for the fitness center could be based
on the population of Glendale paying the same percentage of the capital cost on an annual basis for the
fitness center as the overall population makeup for those cities within the agreement.
For example:
City of Kirkwood Population (rounded): 27,000
City of Glendale Population (rounded): 6,000
City of Oakland Population (rounded): 1,400
Total Population:
34,400
City of Kirkwood Percentage of Population (rounded): 79%
City of Glendale Percentage of Population (rounded): 17%
City of Oakland Percentage of Population (rounded): 4%
Each municipality would pay their respective percentages of the annual bond payment of only the
fitness center and the direct amenities to enable their citizens to participate in the fitness center at a
resident fee versus a non-resident fee.
This arrangement is included in the O&M budget.
YMCA
In the meeting with the Kirkwood YMCA, the discussion included how the YMCA could be utilized to
operate the fitness center and/or the community center. If the YMCA were to operate the community
center, it would need to be operated as a YMCA along with their policies, procedures, fees, etc.
The City of Kirkwood currently operates the existing community center that contains all the amenities
the new community center will have with the exception of the fitness center and walking track. The
discussion turned to the YMCA operating the fitness center and to whom the admission and
membership fees would go. In this type of arrangement the YMCA would like the money to run through
28
the YMCA and pay the city 10% of the gross revenue for the fitness center operations including personal
training, fitness/health/wellness programs and classes, as well as the babysitting. The YMCA submitted a
proposal and annual budget projections for this type of arrangement that listed the amount of money
the City of Kirkwood would receive is $74,537 per year. This is a very small amount of revenue to the
City as the fitness revenue is by far the largest revenue source of the community center. Based on the
fitness center budget with Kirkwood Parks and Recreation operating it, the fitness expenses are
$177,120 with the fitness revenues being $571,150 for a net annual projection is $394,030 compared to
the $74,537 the YMCA is offering in their proposal. The detailed YMCA proposal can be found in
Appendix A.
The discussion then took a turn to see if the YMCA wanted to manage the supervision the fitness center
operation in a similar way as Lifeguards Unlimited are a contracted portion of the management of the
pool operation. This arrangement could be potentially beneficial to all parties and the revenue for the
fitness memberships and admission would continue to go to the City of Kirkwood while the YMCA would
earn money for the management and supervision of the fitness center operation which needs to be
supervised anytime the building is open.
The YMCA was asked to provide a proposal to the Parks and Recreation staff and consultant to identify
the contractual amount the YMCA would be interested in supervising the fitness center operation
similar to the Lifeguard Unlimited contract at the Recreation Station Aquatic Center. The annual figure
submitted by the YMCA could be compared to the budgeted amount for the Parks and Recreation
Department to operate the fitness center. An informed decision could then be made as to how the
fitness center operation is to be supervised. This arrangement would not affect any of the group fitness
classes, individual fitness instruction or the babysitting operation based on the City operating these
programs as they do the rest of their programs in the community center. The YMCA declined to produce
a proposal to manage the fitness center via contract similar to the outdoor aquatic center therefore this
is not an option.
Taking the all or none option proposed by the YMCA into consideration, the best and most beneficial
option for the operation of the fitness center is for the Kirkwood Parks and Recreation Department to
manage and operate the entire community center including the fitness center which is estimated to be
an additional $290,513 above what the YMCA is proposing to pay rent to the City of Kirkwood.
Meramec Community College
Discussions with the Meramec Community College about partnering included the students, faculty, and
alumni taking fitness classes at the Kirkwood Community Center though the room rental process and
policies. Continuing Education classes were also included in the discussion for potential partnerships. It
was presented as an additional room rental opportunity with some of the activities included being CPR,
Dance, Health and Wellness, etc. These classes would be set up for each program session as the Parks
and Recreation Department schedules their in-house programs. This arrangement is included in the
rental portion of the O&M budget.
Another potential partnership arrangement discussed was to include the current students and faculty as
residents for all types of fitness memberships regardless of their residency. Their student and faculty IDs
would need to be shown when purchasing or renewing their membership. This arrangement is also
included in the membership portion of the revenue section of the O&M budget.
29
Another potential partnership for Meramec Community College that was discussed included the Athletic
Department might want to use the fitness center for training for their athletic teams. A group
membership rate was discussed as a potential avenue to achieve this although no figures were thrown
out at this time. Through later discussions it appears the Athletic Department was not terribly interested
in pursuing the idea of using the Kirkwood Community Center fitness space for their athletic teams. They
are looking into making improvements to their weight room although nothing is certain. They might
have some very limited interest in running some of their fitness classes like yoga and Zumba at the
community center at a later date. These programs would also fall under the room rental arrangement.
Community Center Annual O&M Budget Assumptions
Operating Budget Purpose
The operating budget is driven by the overall service philosophy, which should define the facility’s
purposes, including whom the facility is going to serve and at what level the service is going to be
provided.
An operating budget developed in this preliminary stage serves several purposes:

Assists in helping to establish goals and expectations with operations to match the desire to obtain
the highest cost recovery possible.

Provides a foundation for understanding what will be necessary to meet budget expectations and
guides how marketing plans and strategies are developed and implemented.

Offers a guide for future project decisions by providing a framework for understanding the impact of
decisions about fees, operation systems, staffing levels, etc.

Demonstrates potential overall impacts to the City’s budget.
Overall Budget
Normally it is extremely difficult for public recreation facilities to be run without subsidy and solely from
the collection of fees and charges and alternative funding such as grants, philanthropic gifts or
volunteers. With this mind the operational budget planning for this facility uses a conservative approach
to estimating reasonable expenses and moderate approach to projecting revenues. Since recovering all
of the operating expenses through revenues generated by the facility is not the norm and the
envisioned outcome, revenues should view as “goals” as much as they are considered “projections.”
While this initial budget provides a baseline, it is anticipated that revenues during the first year of
operation may exceed these projections for several reasons.

Leading up to and during the first year of operation, marketing and promotion efforts and costs will
be elevated to attract an expanded population.

Particularly in year one and two, the attraction of the facility will be higher than in subsequent years
when the “newness” of the spaces declines and interest in participation weakens.
30

If the guest experience does not deliver as promised, people who initially utilized the facility will be
disenchanted, resulting in lower retention and repeat visits, and potentially promoting negative
word-of-mouth communications.
There is no guarantee that the estimates and projections will be met, and there are many variables that
cannot be accurately determined during this conceptual planning stage or may be subject to change
during the actual design and implementation process.
Budget Assumptions
• Budget is calculated in 2016 figures
•
Facility Total Square Footage: 56,000 square feet (not including existing ice arena)
•
The current Ice Arena remains intact and new components added on while demolishing the existing
community center and theater.
•
Facility New Amenities: Main Gymnasium, Secondary Gymnasium, Fitness Center, Walking Track,
Dry Locker Rooms, 3 Multipurpose Meeting Rooms (1 divisible by 2 and one divisible by 3 with a
Catering Kitchen), Senior Activity Area, Lobby, Reception Area, Administrative Office Space, Vending
Space, Fitness Studio, Drop-In Child Watch/Babysitting Room, Storage, Support & Mechanical
Spaces.
•
Hours of Operation for Fitness
Monday -Thursday
Friday
Saturday
Sunday
•
Building hours will remain the same as the current Community Center.
•
The fitness facilities will be open 363 days per year being closed on Thanksgiving and Christmas
while being open from 10:00 am to 6:00 pm on New Year’s Day for approximately 5,250 hours per
year. Other modifications to operational hours for the fitness operation may be considered.
101.5 Hours per Week
5:30am - 10:00pm
5:30am - 9:00pm
7:00am - 7:00pm
10:00am - 6:00pm
Expenditures
Generally, personnel costs make up the single highest expense for most multi-purpose recreation
facilities, often up to 60% of the operational budget. For this initial operating budget, personnel costs
are projected to be around 55%. For this facility, services are estimated to be approximately 37% and
supplies will be approximately 8% of the total expenditures.
The estimated utility costs for the volume of space within the facility accounts for a high percentage of
the services budget and needs to be verified by the design team as the use of solar power or other
energy saving construction practices may reduce utility expenses. Current utility costs per square feet
were used in the budget.
Expenditure estimates are based on the type and size of the activity and support spaces in the facility
and the anticipated hours of operation. When possible and wherever available, calculations are based
31
on actual historical budget figures and best practice or methodology. All other expenses are estimated
based on our research and reported experience at similar facilities.
•
One fitness control desk employee and one building attendant is on duty during all open fitness
center hours with additional staff operating as building monitors in the rest of the building.
•
Janitorial staff will keep building clean and keep all equipment clean during the operational hours of
the facility.
•
Utilities for the facility are calculated at $3.68 per square foot based on the existing Kirkwood
Community Center and other experience.
•
Capital Replacement Fund is included in the budget at approximately 2% of expense budget to
purchase capital replacement items for the facility when necessary.
•
Equipment Replacement Fund is included in the budget at approximately 1% of expense budget to
purchase replacement or new fitness equipment for the facility when necessary.
•
All computers, registrations system, software, etc. will be included in the Furniture, Fixtures, and
Equipment (FFE) list and funded through the capital budget and is not included in the operational
and maintenance budget.
•
Kirkwood Staffing for Center :
Full Time: (Staggered weekly schedule to cover building supervision responsibility)
Position
Recreation Fitness Supervisor
Custodians (3)
Building Maintenance
% Salary
100
100
100
Annual Salary
$ 45,000
$ 36,880
$ 50,870
Total
$45,000
$110,640
$50,870
Hourly Rate
$10
$12
$8
Total
$52,500
$80,520
$29,120
Part Time:
Position
Front Desk
Building Attendants
Child Watch/Babysitters
•
Annual Hours
5250
6710
3640
Benefits are added to full time salaries at 33% including payroll taxes, health insurance, retirement,
and workers comp; and part time at 16%.
Revenues
Revenues are forecast based on anticipated drop-in fees, punch card and pass sales, and rentals around
anticipated scheduled programming. The preliminary budget projects program revenue at current levels.
Revenue forecasts are based on the space components included in the facility, the demographics of the
local service area, the current status of alternative providers in the service area, and a comparison to
32
other facilities with similar components in surrounding communities. Actual figures will vary based on
the final design of the facility and the activity spaces included, the market at the time of opening, the
designated facility operating philosophy, the aggressiveness of fees and use policies adopted, and the
type of marketing effort undertaken to attract potential users to the facility. The revenue forecast will
require a developed marketing approach by staff in order to meet revenue goals.
•
Included in the Resident discounted membership and admission fees are any Glendale and Oakland
residents as well as any Meramec Community College students, faculty, and alumni by showing their
college IDs.
•
Pass holders can participate in self-directed activities and must pay additionally for the classes.
•
There will be no contracts, joining fees, initiation fees or registration fees associated with the
passes.
•
Automatic debits from checking accounts, savings accounts or credit cards will be an option and not
mandatory for passes.
•
Resident Discounted Pass Rates - Admission includes fitness and gym
Center
Daily
Monthly
Annual
10 Punch
Adult
$5
$25
$250
$40
Senior
$4
$20
$200
$32
Family
$12
$70
$700
N/A
Youth
$3.50
$15
$150
$28
•
Non-Resident Pass Rates - Admission includes fitness and gym
Center
Daily
Monthly
Annual
10 Punch
Adult
$6
$35
$340
$48
Senior
$5
$28
$275
$40
Family
$18
$90
$900
N/A
Youth
$4
$25
$215
$32
Meramec students and faculty can also participate in fitness, health, wellness, and other classes they
would like to offer at the Kirkwood Community Center through available rental space.
•
Rental Rates (same as current)
Room
200A or B/201A or B/202/203/302 per hour
200AB/201AB/300 per hour
Secondary Gym per day
Main Gym per day
Secondary Gym per hour
Main Gym per hour
Private
Groups
Res/Non-Res
$ 30 / $35
$40 / $50
$470 / $600
$575 / $700
$50 / $65
$60 / $85
33
Commercial
Groups
Res/Non-Res
$ 35 / $50
$45 / $65
$600 / $775
$700 / $1,000
$50 / $65
$60 / $85
Merit Groups
$ 15
$ 20
$ 470
$ 575
$ 50
$ 60
•
There will be no charge for the usage of the Community Center rooms and facilities by the City of
Kirkwood or any of its departments.
•
An extra $50 fee per use will be assessed for groups of 300 or more utilizing any room or
gymnasium.
•
Drop-In child Watch/Babysitting for pass holders and program participants is based on 35 hours per
week at $3 per hour. A 50% discount is given for additional children.
•
Vending revenue is projected at $5000 per year based on the current vendor contract for a
percentage of the gross sales.
Community Center Annual O&M Budget Projections
STAFFING PROJECTIONS
Full Time Staff
Number
Recreation Fitness Supervisor
1
Custodians
3
Building Maintenance
Part Time Staff
Benefit Percentage not included in wages
Front Desk
Child Watch/Babysitters
Overtime
Benefits Percentage
$ 36,880
1
$ 50,868
Hours
Unit Cost
6710
$12
33%
5250
Building Attendants
Unit Cost
$ 45,000
$10
3640
$8
16%
$45,000
$110,640
Multiplier
Unit Cost
1,650
$20
Dry Utilities: Electrical, Gas, Sanitation (Square Footage Cost) 56,000
Instructors/Officials/Etc.
Personal Fitness Trainers
Fitness Equipment Lease
$68,148
$52,500
$80,520
$25,942
$4,000
$206,080
$33,000
$33,000
$50,000
$350
Equipment
$500
Other Professional Services
$5,000
34
36.66%
$188,082
$13,100
Security/Fire Alarm Maintenance
$308,030
$274,656
$29,120
$3.68
Building, Grounds and Landscape Maintenance
55.55%
$50,868
OPERATING EXPENSES
Contractual Services
Utilities
$466,738
OPERATING EXPENSES continued
$65,430
Commodities
Recreational Supplies
$2,000
Drop-In Child Watch
$5,000
Fitness
Food
Small Tools
$7,000
$1,280
$700
$9,000
Janitorial Supplies
$8,000
Building and Grounds Maintenance Supplies
$750
Machinery and Equipment
Other Supplies
$5,500
Marketing
$8,000
Clothing
$900
Capital Replacement Fund
$16,200
$8,100
Equipment Replacement Fund
TOTAL EXPENSES
$840,198
REVENUE
Passes - Resident
Annual Passes
Adult
Senior
Family
Youth
Monthly Passes (Average 4 months out of year)
Adult
Senior
Family
Youth
Punch Passes - Resident
10 Punch Passes
Adult
Senior
Youth
Daily Admissions - Resident
Adult
Senior
Family
Youth
7.79%
$221,300
Number
300
200
Price
$250
$200
80
$700
Number
Price
100
$150
100
$25
50
$20
60
$70
Number
Price
75
$15
300
$40
100
$32
Number
Price
150
$12
400
1500
600
2500
$40,000
$56,000
$15,000
$10,000
$4,000
$4,500
$26,400
$12,000
$3,200
$11,200
$5
$7,500
$3.50
$35,300
$16,800
$28
$4
35
$75,000
$186,000
$2,400
$1,800
$8,750
$20,450
REVENUE continued
Passes - Non-Resident
Annual Passes
Adult
Senior
Family
Youth
Monthly Passes (Average 4 months out of year)
Adult
Senior
Family
Youth
Punch Passes - Non-Resident
10 Punch Passes
Adult
Senior
Youth
Daily Admissions - Non-Resident
Adult
Senior
Family
Youth
Rentals
Personal Fitness Training
Customer Services
Drop-In Child Watch
Vending
$165,850
Number
Price
200
$340
50
$215
60
50
Number
$275
$900
Price
50
$35
25
$28
30
$90
Number
Price
50
$25
100
$48
50
$40
200
800
200
Hours
Amount
$3
TOTAL NET
$13,200
$4,800
$2,000
$4,000
$35
TOTAL REVENUE
$5,000
$4
Price
3640
$2,800
$25,600
$10,800
$4,800
Hours
1,650
$7,000
$6
$18
1000
$10,750
$6,400
$5
100
$45,000
$32
Price
Number
$68,000
$16,500
$140,250
$11,600
$1,000
$1,800
$109,153
$57,750
Multiplier
5
$59,600
$54,600
$5,000
$685,303
-$154,895
COST RECOVERY
82%
36
Community Center Five-Year Pro-forma
Year 1
Year 2
Year 3
Year 4
Year 5
EXPENSES
Personnel
Contractual Services
Commodities
$466,738
$308,030
$65,430
$480,740
$314,191
$66,739
$495,162
$323,616
$68,073
$510,017
$333,325
$69,435
$525,318
$343,325
$70,824
TOTAL EXPENSES
$840,198
$861,669
$886,852
$912,777
$939,466
REVENUES
Resident Passes
$221,300
Resident Punch Passes
$26,400
Resident Daily Admissions
$20,450
Non-Resident Passes
$165,850
Non-Resident Punch Passes $13,200
Non-Resident Daily Admiss $11,600
Rentals
$109,153
Personal Fitness Training
$57,750
Customer Services
$59,600
$227,939
$27,192
$21,064
$170,826
$13,596
$11,948
$112,428
$59,483
$61,388
$234,777
$28,008
$21,695
$175,950
$14,004
$12,306
$115,800
$61,267
$63,230
$241,820
$28,848
$22,346
$181,229
$14,424
$12,676
$119,274
$63,105
$65,127
$249,075
$29,713
$23,017
$186,666
$14,857
$13,056
$122,853
$64,998
$67,080
TOTAL REVENUE
$685,303
$705,862
$727,038
$748,849
$771,315
NET
-$154,895
-$155,807
-$159,814
-$163,928
-$168,151
82%
82%
82%
82%
82%
COST RECOVERY
Based on 2016 Figures
37
Indoor Pool and Community Center Annual O&M Budget Assumptions
•
Budget is calculated in 2016 figures
•
Facility Total Square Footage: 56,000 square feet plus 12,500 square foot indoor aquatic center for a
total of 68,500 (not including the existing ice arena)
•
The current Ice Arena remains intact and new components added on while demolishing the existing
community center and theater.
•
Facility New Amenities: Main Gymnasium, Secondary Gymnasium, Fitness Center, Walking Track,
Dry Locker Rooms, 3 Multipurpose Meeting Rooms (1 divisible by 2 and one divisible by 3 with a
Catering Kitchen), Senior Activity Area, Lobby, Reception Area, Administrative Office Space, Vending
Space, Fitness Studio, Indoor Leisure Pool with 4 lap lanes, Wet Locker Rooms, Drop-In Child
Watch/Babysitting Room, Storage, Support & Mechanical Spaces.
•
Hours of Operation for Fitness and Indoor Pool
Monday -Thursday
Friday
Saturday
Sunday
•
Building hours will remain the same as the current Community Center.
•
The fitness and pool facilities will be open 363 days per year being closed on Thanksgiving and
Christmas while being open from 10:00 am to 6:00 pm on New Year’s Day for approximately 5,250
hours per year. Other modifications to operational hours for the fitness and pool operations may be
considered.
101.5 Hours per Week
5:30am - 10:00pm
5:30am - 9:00pm
7:00am - 7:00pm
10:00am - 6:00pm
Expenditures
Generally, personnel costs make up the single highest expense for most multi-purpose recreation
facilities, often up to 60% of the operational budget. For this initial operating budget, personnel costs
are projected to be around 45% based on a significant aquatic contract that includes lifeguards. For this
facility, services are estimated to be approximately 47% and supplies will be approximately 8% of the
total expenditures.
The estimated utility costs for the volume of space within the facility accounts for a high percentage of
the services budget and needs to be verified by the design team as the use of solar power or other
energy saving construction practices may reduce utility expenses. Current utility costs per square feet
were used in the budget.
Expenditure estimates are based on the type and size of the activity and support spaces in the facility
and the anticipated hours of operation. When possible and wherever available, calculations are based
on actual historical budget figures and best practice or methodology. All other expenses are estimated
based on our research and reported experience at similar facilities.
38
•
One front desk employee, one building attendant, and minimally one lifeguard on the deck is on
duty during all open hours with additional staff operating as building monitors.
•
Janitorial staff will keep building clean and keep all equipment clean during the operational hours of
the facility.
•
Utilities for the dry areas of the facility are calculated at $3.68 per square foot based on the existing
Kirkwood Community Center and other experience.
•
Utilities for the wet portion of the facility (indoor pool) are calculated at $5.20 per square foot based
on an average of several facilities that track their costs and other experience.
•
Capital Replacement Fund is included in the budget at approximately 2% of expense budget to
purchase capital replacement items for the facility when necessary.
•
Equipment Replacement Fund is included in the budget at approximately 1% of expense budget to
purchase replacement or new fitness equipment for the facility when necessary.
•
All computers, registrations system, software, etc. will be included in the Furniture, Fixtures, and
Equipment (FFE) list and funded through the capital budget and is not included in the operational
and maintenance budget.
•
Kirkwood Staffing for Center :
Full Time: (Staggered weekly schedule to cover building supervision responsibility)
Position
Recreation Fitness Supervisor
Recreation Aquatic Supervisor
Custodians (3)
Building Maintenance
% Salary
100
100
100
100
Annual Salary
$ 45,000
$ 45,000
$ 36,880
$ 50,870
Total
$45,000
$45,000
$110,640
$50,870
Part Time:
Position
Front Desk
Building Attendants
Child Watch/Babysitters
Annual Hours
5250
6710
3640
Hourly Rate
$10
$12
$8
Total
$52,500
$80,520
$29,120
•
Benefits are added to full time salaries at 33% including payroll taxes, health insurance, retirement,
and workers comp; and part time at 16%.
•
Lifeguard staffing is included in the aquatic operation contract identical to the current aquatic
center contract.
39
Revenues
Revenues are forecast based on anticipated drop-in fees, punch card and pass sales, and rentals around
anticipated scheduled programming. The preliminary budget projects program revenue at current
levels.
Revenue forecasts are based on the space components included in the facility, the demographics of the
local service area, the current status of alternative providers in the service area, and a comparison to
other facilities with similar components in surrounding communities. Actual figures will vary based on
the final design of the facility and the activity spaces included, the market at the time of opening, the
designated facility operating philosophy, the aggressiveness of fees and use policies adopted, and the
type of marketing effort undertaken to attract potential users to the facility. The revenue forecast will
require a developed marketing approach by staff in order to meet revenue goals.
•
Included in the Resident discounted membership and admission fees are any Glendale and Oakland
residents as well as any Meramec Community College students, faculty, and alumni by showing
their college IDs.
•
Pass holders can participate in self-directed activities and must pay additionally for the classes.
•
There will be no contracts, joining fees, initiation fees or registration fees associated with the
passes.
•
Automatic debits from checking accounts, savings accounts or credit cards will be an option and
not mandatory for passes.
•
Resident Discounted Pass Rates - Admission includes aquatics, fitness and gym
Center
Daily
Monthly
Annual
10 Punch
Adult
$6
$30
$300
$48
Senior
$5
$25
$250
$40
Family
$15
$80
$800
N/A
Youth
$4
$20
$200
$32
•
Non-Resident Pass Rates - Admission includes aquatics, fitness and gym
Center
Daily
Monthly
Annual
10 Punch
Adult
$7
$40
$400
$62
Senior
$6
$33
$325
$53
Family
$20
$105
$1,050
N/A
Youth
$5
$30
$250
$42
Meramec students and faculty can also participate in fitness, health, wellness, and other classes they
would like to offer at the Kirkwood Community Center through available rental space.
40
•
Rental Rates (same as current)
Room
Private
Groups
Res/Non-Res
200A or B/201A or B/202/203/302 per
hour
200AB/201AB/300 per hour
Secondary Gym per day
$ 30 / $35
$40 / $50
$470 / $600
Main Gym per day
Secondary Gym per hour
Main Gym per hour
$575 / $700
$50 / $65
$60 / $85
Commercial
Groups
Res/NonRes
$ 35 / $50
$45 / $65
$600 / $775
$700 /
$1,000
$50 / $65
$60 / $85
Merit Groups
$ 15
$ 20
$ 470
$ 575
$ 50
$ 60
•
There will be no charge for the usage of the Community Center rooms and facilities by the City of
Kirkwood or any of its departments.
•
An extra $50 fee per use will be assessed for groups of 300 or more utilizing any room or
gymnasium.
•
Drop-In child Watch/Babysitting for pass holders and program participants is based on 35 hours per
week at $3 per hour. A 50% discount is given for additional children.
•
Vending revenue is projected at $5000 per year based on the current vendor contract for a
percentage of the gross sales.
41
Indoor Pool and Community Center Annual O&M Budget Projections
STAFFING PROJECTIONS
Full Time Staff
Number
Recreation Fitness Supervisor
Custodians
Benefit Percentage not included in wages
Front Desk
Overtime
$ 50,868
33%
Benefits Percentage
$ 45,000
$ 36,880
Hours
Unit Cost
6710
$12
5250
Building Attendants
Child Watch/Babysitters
1
3
Building Maintenance
Part Time Staff
$ 45,000
1
Recreation Aquatic Supervisor
Unit Cost
1
$10
$8
3640
16%
$45,000
$45,000
Multiplier
Dry Utilities: Electrical, Gas, Sanitation (Square Footage Cost) 56,000
Wet Utilities: Electrical, Gas, Sanitation (Square Footage Cost) 12,500
Aquatic Center Operations Contract
Instructors/Officials/Etc.
Personal Fitness Trainers
Indoor Aquatic Center
Unit Cost
$3.68
$5.20
1,650
$20
Fitness Equipment Lease
Building, Grounds and Landscape Maintenance
$82,998
$52,500
$80,520
$188,082
$29,120
$25,942
$206,080
$65,000
$33,000
$15,000
$4,000
$271,080
$150,000
$48,000
$50,000
$350
Equipment
$500
$5,000
Other Professional Services
42
47.06%
$50,868
$8,000
Security/Fire Alarm Maintenance
$546,030
$334,506
$13,100
Indoor Pool Equipment Repairs
45.39%
$110,640
OPERATING EXPENSES
Contractual Services
Utilities
$526,588
OPERATING EXPENSES continued
Commodities
Recreational Supplies
$87,630
Drop-In Child Watch
$2,000
Fitness
$5,000
Indoor Pool
$8,000
Food
Small Tools
$15,000
$1,280
$700
Janitorial Supplies
$9,000
Building and Grounds Maintenance Supplies
$8,000
Indoor Pool Janitorial Supplies
$4,000
Machinery and Equipment
$750
Other Supplies
$5,500
Marketing
$8,000
Clothing
$900
Capital Replacement Fund
$23,000
Equipment Replacement Fund
$11,500
TOTAL EXPENSES
$1,160,248
REVENUE
Passes - Resident
Annual Passes
Adult
Senior
Family
Youth
Monthly Passes (Average 4 months out of year)
Adult
Senior
Family
Youth
Punch Passes - Resident
10 Punch Passes
Adult
Senior
Youth
7.55%
$282,200
Number
Price
300
$300
$90,000
100
$200
$20,000
200
100
Number
$250
$800
Price
100
50
$12,000
$20
$6,000
$80
75
Number
Price
300
$48
100
$40
400
$32
43
$80,000
$30
$25
60
$50,000
$240,000
$5,000
$42,200
$19,200
$14,400
$4,000
$12,800
$31,200
REVENUE continued
Daily Admissions - Resident
Adult
Senior
Family
Youth
Passes - Non-Resident
Annual Passes
Adult
Senior
Family
Youth
Monthly Passes (Average 4 months out of year)
Adult
Senior
Family
Youth
Punch Passes - Non-Resident
10 Punch Passes
Adult
Senior
Youth
Daily Admissions - Non-Resident
Adult
Senior
Family
Youth
Rentals
Personal Fitness Training
Customer Services
Drop-In Child Watch
Vending
Number
Price
150
$15
Number
Price
1500
600
200
60
$9,000
$4
$8,000
$5
2000
$250
$12,500
Number
Price
25
$40
$33
30
$105
Number
Price
100
$62
Number
Price
50
$30
50
$53
200
$42
800
200
Hours
Amount
$35
$3
TOTAL REVENUE
TOTAL NET
$3,300
$29,900
$12,600
$6,000
$17,250
$6,200
$2,650
$8,400
$5,000
Price
3640
$8,000
$5
Hours
$194,400
$164,500
$52,500
$5,600
$20
1000
$19,500
$7
$6
100
1,650
$2,250
$80,000
$325
$1,050
50
$3,000
$400
50
50
$22,250
$6
$13,800
$1,200
$2,000
$109,153
$57,750
Multiplier
5
$59,600
$54,600
$5,000
$787,603
-$372,645
COST RECOVERY
68%
44
Indoor Pool and Community Center Five-Year Pro-forma
Year 1
Year 2
Year 3
Year 4
Year 5
$526,588
$546,030
$87,630
$542,386
$556,951
$89,383
$558,657
$573,659
$91,170
$575,417
$590,869
$92,994
$592,679
$608,595
$94,854
$1,160,248
$1,188,719
$1,223,487
$1,259,279
$1,296,128
REVENUES
Resident Passes
$282,200
Resident Punch Passes
$31,200
Resident Daily Admissions
$22,250
Non-Resident Passes
$194,400
Non-Resident Punch Passes $17,250
Non-Resident Daily Admiss $13,800
Rentals
$109,153
Personal Fitness Training
$57,750
Customer Services
$59,600
$290,666
$32,136
$22,918
$200,232
$17,768
$14,214
$112,428
$59,483
$61,388
$299,386
$33,100
$23,605
$206,239
$18,301
$14,640
$115,800
$61,267
$63,230
$308,368
$34,093
$24,313
$212,426
$18,850
$15,080
$119,274
$63,105
$65,127
$317,619
$35,116
$25,043
$218,799
$19,415
$15,532
$122,853
$64,998
$67,080
TOTAL REVENUE
$787,603
$811,231
$835,568
$860,635
$886,454
NET
-$372,645
-$377,488
-$387,919
-$398,644
-$409,674
68%
68%
68%
68%
68%
EXPENSES
Personnel
Contractual Services
Commodities
TOTAL EXPENSES
COST RECOVERY
Based on 2016 Figures
45
Comparison With and Without Indoor Pool
Kirkwood Community Center
EXPENSES
Without Pool
$466,738
$308,030
$65,430
With Pool
$526,588
$546,030
$87,630
Difference
$59,850
$238,000
$22,200
TOTAL EXPENSES
$840,198
$1,160,248
$320,050
REVENUES
Resident Passes
Resident Punch Passes
Resident Daily Admissions
Non-Resident Passes
Non-Resident Punch Passes
Non-Resident Daily Admiss
Rentals
Personal Fitness Training
Customer Services
$221,300
$26,400
$20,450
$165,850
$13,200
$11,600
$109,153
$57,750
$59,600
$282,200
$31,200
$22,250
$194,400
$17,250
$13,800
$109,153
$57,750
$59,600
$60,900
$4,800
$1,800
$28,550
$4,050
$2,200
$0
$0
$0
TOTAL REVENUE
$685,303
$787,603
$102,300
NET
-$154,895
-$372,645
-$217,750
82%
68%
14%
Personnel
Contractual Services
Commodities
COST RECOVERY
Based on 2016 Figures
There is no guarantee that the estimates and projections will be met, and there are many variables that
cannot be accurately determined during this conceptual planning stage or may be subject to change
during the actual design and implementation process.
These annual operational and maintenance budgets reflect the net results to the Recreation Division for
the new Community Center based on the fitness component and a comparison with an indoor pool.
46
Appendix A YMCA Proposal
47
48
YMCA Proposal to operate the Kirkwood Community Center Fitness Center and Child Watch area Gateway Region YMCA Kirkwood YMCA Branch 325 N. Taylor Ave. Kirkwood, MO 63122 314­965­9622 www.gwrymca.org Kirkwood Fitness Center Proposal This document is an overview of the Financial Pro Forma, Staffing/Salaries, and Membership Pricing Tiers. The Pro Forma Income 10% of the total revenue will be allocated allocated to both the Kirkwood Community Center and the Gateway Region YMCA. Membership fees will be based on two pricing tiers, one for Kirkwood Community Center only and the other for access to all branches in the Gateway Region YMCA as well as the Kirkwood Community Center. Please see page 3 for more detail on the pricing tiers. The charge of $2/per visit will be measured by facility access/swipes on membership. Daily fees will be charged for guest visiting either facility based on $15/per day visit. Membership Transfer fees are calculated for those members that would have access to all YMCA facilities and the Kirkwood Community Center. Expenses Financial Assistance will be offered to anyone that would need support in paying full price for memberships after an approval process is met. Salaries make up the largest portion of the expenses based on hiring 3 full time positions to provide oversight to the Health & Wellness programs, Group Exercise classes, and the member babysitting services. Please refer to page 4 for a full description of salaries. Health Insurance cost are based on 2016 current rates. Association management fee is based on the 10% total membership revenue for both the Kirkwood Community Center and the Kirkwood YMCA. Membership Rates Please refer to page 3 for complete detail on pricing, but overall it is divided into the two tiers as explained above. Kirkwood Community Center rates are based on pricing structure similar to what exists at the Carondelet Park Rec Plex. The Full Member pricing is based on the current rates charged at the Kirkwood YMCA. This tier allows access to all 24 YMCA facilities in the Gateway Region YMCA and the Kirkwood Community Center. Swipes were averages based on 30% current facility access usage at the Kirkwood YMCA. 1 Pro Forma Budget Revenue Membership Daily Fees Personal Training Membership Transfer Total Revenue Expenses Financial Assistance Employee Wages Health Ins. Retirement LTD Group Life Ins. Social Security Unemployment Worker's Compensation HR/IT charges Supplies Telephone/Data/Cable Postage Insurance Marketing/Comm Mileage Conference/Training/Travel Cardio Leases Association Mgt Fee Rent to Kirkwood Total Expenses Net Income (loss) $448,800 $32,000 $98,175 $166,400 $745,375 $11,220 $394,150 $18,000 $12,720 $400 $600 $30,054 $2,000 $10,000 $18,354 $7,250 $7,584 $1,800 $10,000 $11,012 $900 $2,500 $60,000 $73,416 $73,416 $745,375 $0 2 Membership Details: These rates would be for only access to the new Kirkwood Community Fitness Center & Babysitting areas, and would include free Group Exercise classes on site. Category Units Monthly Annual Revenue Adult 350 $24 $288 $100,800 Senior 200 $22 $264 $52,800 Youth Adult 75 $20 $240 $18,000 Teen 25 $15 $180 $4,500 Household 450 $35 $420 $189,000 Two Adult 100 $32 $384 $38,400 Single Adult Household 50 $32 $384 $19,200 Senior Two Adult 75 $29 $348 $26,100 Totals 1,325 $448,800 Existing Full YMCA members would also have access to the Kirkwood Community Center facilities. They would pay the full membership rate at their home branch. The rates for the Kirkwood YMCA are listed below: Category Monthly Annual Adult $42 $504 Senior $38 $456 Youth Adult $27 $324 Teen $19 $228 Household $68 $816 Two Adult $62 $744 Single Adult Household $62 $744 Senior Two Adult $57 $684 To compensate the City of Kirkwood budget, a $2/visit fee would be transferred from the YMCA operating budget to the Community Center Budget. Revenu
Full Y Members Access Scans per swipe e Daily Avg January 7,900 $2.00 $15,800 255 February 7,200 $2.00 $14,400 257 March 7,600 $2.00 $15,200 245 April 6,800 $2.00 $13,600 227 May 6,600 $2.00 $13,200 213 June 7,200 $2.00 $14,400 240 July 7,200 $2.00 $14,400 232 August 6,400 $2.00 $12,800 206 September 6,200 $2.00 $12,400 207 October 6,800 $2.00 $13,600 219 November 6,800 $2.00 $13,600 227 December 6,500 $2.00 $13,000 210 $166,40
Total 83,200 0 3 Salary Details: Full Time Positions Senior Program Director Health & Wellness Coordinator Youth Coordinator Full time Totals Part Time Positions Baby Sitting (60 hrs/wk X 51 wks. X 3 people X $8/hr) Health & Wellness Attendants (88hrs/wk X 51 wks. X 2 people X $10/hr) Personal Trainers (55hrs/wk X 51 weeks X $20/hr) Group Ex Instructors (60 classes X 51 weeks X 1.25 hrs X $18/hr) Part Time Totals STAFFING GRAND TOTAL Health Ins. Cost/Year Family $700/mo X 1 person Single $400/mo X 2 people Total Salary $44,000 $32,000 $30,000 $106,000 Retirement $5,280 $3,840 $3,600 $12,720 $73,440 $89,760 $56,100 $68,850 $288,150 $394,150 $8,400 $9,600 $18,000 5